Variance Analysis


To investigate or not to investigate before management decides whether or not to investigate a particular variance, there are a range of factors that ought to be considered.
o Materiality. Small variations in a single period are sure to happen and are unlikely to be significant. Obtaining and’explanation’is likely to be time-consuming and irritating from the manager concerned. The explanation will offer be’chance’which is not, in any case, particularly helpful. For such variations further investigation is not rewarding.
o Controllable. Controllable should also influence the decision whether to investigate further. When there is general worldwide price increase in the price increase in the price of an important raw material there is nothing that can be done internally to control the impact of this. Uncontrollable

Variances call for a change in the plan’ not an investigation into past.


o Variance treads. If, say, an efficiency variance is $ 1,000 adverse per month 1, the apparent conclusion is that the process is out of control and that corrective action has to be taken. This may be right but what if the same variance is $1,000 adverse every month? The trend indicates that the approach is in control and the standard has been wrongly set. Suppose, though, that the same variance is consistently $1,000 advise for each of the first six months of the year but that production has steadily fallen form 100 units per month 1 to 2 65 units by month6.The variance fad in absolute terms is constant, but relative to the number of units produced, efficiency has tot steadily worse.
Management signals from variances trend information.
Variance analysis is a fix of assessing performance, but it is only a method of signaling to management areas of possible weakness where control action might be necessary. It does not provide a ready-made diagnosis of faults, nor does it provide management with a reedy made indication of what action needs to be taken. It only highlights items for possible investigation.
population variance calculator be looked at in isolation. As an obvious example, favorable sales price variance is likely to be accompanied by an adverse sales volume variance: the increase in price has caused a fall in demand. We now know in addition that set of variances should be scrutinized for a variety of consecutive periods if their entire significance is to be appreciated.
Here are a Few of the signals that may be extracted form variance trend information,
O Materials price variances may be favorable for a month or two, then shift to adverse variances from the upcoming few weeks and so forth. This could indicate that procedure are seasonal and perhaps stock could be built it up cheap seasons.
O Regular, perhaps fairly slight, increase in adverse rice variances usually indicates the working of general inflation. If desired allowance could be made to general inflation when flexing the funding.
O Rapidly large increases in adverse price variances may suggest a scudded scarcity of a resource.
O Gradually improving labour efficiency variances may signal the existences of a learning curve, or the achievement of a productivity bonus scheme. In either case chances should be sought to encourage the trend.
O Worsening trends in machine operating expenses may show up that gear is deteriorating and will need repair or even replacement.
Interrelationships between variances
Quite possible, individual variances should not be looked at in isolation. One variance might be inter-related together with another, and a lot of it could have occurred only because the other, inter-related variance occurred also.

O Material price and usage-if cheaper materials are purchased in order to obtain a favorable price variance, materials wastage might be higher and an adverse usage variance may happen. If the cheaper material is more challenging to handle, there might be an adverse labour efficiency variance too. If more expensive material is purchased, however the price variance is likely to be adverse but the usage variance may favorable.